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Appendix B Intro to Psych

by: Shelby Bussard

Appendix B Intro to Psych PSY1010

Marketplace > Wright State University > Science > PSY1010 > Appendix B Intro to Psych
Shelby Bussard
GPA 2.7

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About this Document

Welcome to psych 1010! Here are the notes from Appendix B we had to read before class. She had not yet gone through the entire thing yet, but this is what was covered. More will come next week to f...
Intro to Psychology
Carmen Culotta
Class Notes
Psychology, 1010, appendix b, notes
25 ?




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This 3 page Class Notes was uploaded by Shelby Bussard on Monday January 11, 2016. The Class Notes belongs to PSY1010 at Wright State University taught by Carmen Culotta in Spring 2016. Since its upload, it has received 28 views. For similar materials see Intro to Psychology in Science at Wright State University.

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Date Created: 01/11/16
January 13, 2016 Psychology 1010 Culotta  Wright State Appendix B: Applying Psychology in the Workplace  ­ Industrial and organizational psychologists  o People who study people’s behaviors at work using psychological principles  I/O psychologists study employee selection, performance appraisal,  training, job design, communication, work stress, motivation, leadership,  groups and teams, organizational culture/climate, human factors, job  attitudes, well­being, and work behavior. ­ B.1  o Nearly all people value money and recognition from their work o I/O psychologist would be likely to study leadership, employee selection, and  performance appraisal  o SAS offers many enticing work perks.   CEO Jim Goodnight chooses to do this primarily because it makes  inconveniences easy to deal with so employees can focus on their work. ­ Selecting Employees: Hiring Process o The process many employers now use to hire employees is very detailed, typically consisting of five components   Job analysis  Testing  Legal issues  Recruitment  Selection decision  ­ Job Analysis o The identification of the critical elements of a job   I/O psychologists have helped devise effective strategies for determining  three basic aspects of any job   What takes and behaviors are essential to the job?  What knowledge, skills, and abilities are needed to perform the  job?  What are the conditions under which the job is performed?  The information from a job analysis is used in many types of personnel  functions   Employee selection   Performance appraisal   Training  Human resources planning ­ Testing o Defined here as the measurement of carefully chosen samples of behavior   Including   Standard paper and pencil tests  Computerized test used to measure specific skills or abilities in a  class   Personality assessments  Tests are vital to the success of organizations   Find differences in people  To help employers choose the person best suited for the job and the organization o Employee interview   Apart of selection process  Two types:   Structured interview: conducted by a trained interviewer using  standardized questions, a specific question order, and a  predetermined scoring or answer key   Unstructured: informal and unplanned conducted by an untrained  interviewer using random questions and no scoring key ­ Legal Issues o Title VII of the Civil Right Act of 1964  “Prohibits discrimination based on race, color, religion, sex, or national  origin.”   “Big 5”  Exceptions include  National security  Seniority systems  Bona fide occupational qualifications  o Permit organizations to discriminate in hiring persons in a  protected class if the qualification I determined to be  reasonably necessary to the operation of the business.  ­ Recruitment  o Process organizational managers use to identify potential employees for a job   College career centers  Newspapers  Radio  Televisions ads  Trade magazines  Professional publications   Employee referrals  ­ Making the Decision o Employers are looking for a good match between the employee and the  organization  Can­do factors  Suggest what an employee is capable of doing on the job if he I  working to the best of his ability   Will­ do factors   Suggest the time and effort an employee is willing to exert for the  organization  ­ Socializing Employees: Culture, Groups, Leadership, and Performance Appraisal  o Organizational socialization   The process by which organizational members become a part of or  absorbed into the culture of the organization   Consists of people learning how the organization operates by using information provided by management, coworkers, observation, and company handbooks or memos. o Mentoring   A form of training in which a current and often long­term employee is  paired with a new employee  Role is to help the new employee socialize in the new environment ­ Organizational Culture and Climate o Includes the shared assumptions and beliefs of the organization  o Organizational climate  Actions and behaviors of the people in the group or organization   These represent the normal behaviors expected from its members ­ Groups and Teams o Work teams and groups  Two or more employees who have common goals, have tasks that are  interdependent, interact socially, and work on relevant organizational tasks within specific requirements and rules  o The outcomes of organization socialization and work group socialization may be  different   Teams may have leaders or may be self­managing ­ Leadership o One person influencing another person or a team toward a goal  


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